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Charismatic andTransformational
Leadership
Chapter 9
Copyright © 2010 by South-Western/Cengage Learning All rights reserved.
PowerPoint Presentation by Rhonda S.Palladi Georgia State University
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p Describe personal meaning and how it influences attributions ofcharismatic qualities.
p Briefly explain Max Weber’s conceptualization of charisma.p Describe the behavioral qualities that differentiate charismatic from
noncharismatic leaders.p Explain the locus of charismatic leadership.p Discuss the effects of charismatic leadership on followers.p Describe the characteristics that distinguish charismatic from
noncharismatic leaders.p Discuss how one can acquire charismatic qualities.p Explain the difference between socialized and personalized charismatic
leaders.p Distinguish between charismatic and transformational leadership.p Explain the difference between transformational and transactional
leadership.p Explain the four phases of the transformation process.p Explain the basis of stewardship and servant leadership.p Define the key terms listed at the end of the chapter.
Chapter 9 Learning Outcomes
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p Often have a more heightened sense ofwho they are
p Seem to have a clearer picture of theirpersonal meaning or purpose in lifesooner
p Seek to actualize their personal meaningthrough leadership
Charismatic and Transformational Leaders
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p Is the degree to which people’s livesmake emotional sense and to which thedemands confronted by them areperceived as being worthy of energy andcommitment
p Is the “work–life balance”n The achievement of equilibrium in personal
and official life
Personal Meaning
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p Self-beliefp Legacyp Selflessnessp Cultural heritage and traditionsp Activist mind-setp Faith and spiritualityp Personal interestsp Values
Factors That Influence Personal Meaning
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p Is knowing who you are based on your lifespanof experiences, motivation states, and actionorientation
p Is closely related to positive self-concept, whichincludes:
n Emotional stabilityn High self-esteemn High generalized self-efficacyn Internal locus of controlp Charismatic leaders overcome inner conflict in
order to reach their full potential
Self-Belief
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p Is that which allows an individual’saccomplishments to “live on” in theideals, actions, and creations of one’sfollowers, long after his or her death
p Charismatic leaders are driven to leavetheir personal mark on society
Legacy
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p Is an unselfish regard for or devotion tothe welfare of others
p A leader with an unselfish attitudederives motivation through concern forothers rather than for oneself
p Helping others motivates manycharismatic leaders
Selflessness
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p May be used as vehicles to transfercharisma to others
p May be done through rites andceremonies
p May also be in the form of oral andwritten traditions
Cultural Heritage and Traditions
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p Charismatic leaders use political and socialcauses as opportunities to influence change andprovide a better life for their followers
p Charismatic leaders have a greater sensitivity topolitical, societal, and organizational situationsthat are ripe for change
p They magnify a climate of dissatisfaction byencouraging activism that heightens follower’swillingness to change the status quo
Activist Mind-Set
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p Spirituality concerns an individual’s awarenessof connections between human and supernaturalphenomena, which provide faith explanations ofpast and present experiences and, for some,predict future experiences
p Charismatic leaders often face hardships whileleading missions of change and rely on faith forsupport
p Charismatic leaders sustain faith by linkingbehaviors and goals to a “dream” or utopianideal vision of a better future
p MLK Jr., Ghandi
Faith and Spirituality
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p Personal pursuits may reflect aspects ofone’s personality
p Charismatic leaders seek to establishand affirm their identities through thepursuit of meaningful personal pursuits
Personal Interests
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p Are generalized beliefs or behaviors thatare considered by an individual or agroup to be important
p Provide basis for meaningp Charismatic leadership has been
described as values-based leadershipp By aligning their values with those of
their followers, charismatic leaders mayderive personal meaning from theiractions
Values
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p Personal meaning is linked to charismaticleadership
p The leader’s personal meaning influences his orher behavior
p The leader’s behavior is reflected in theformulation and articulation of a vision
p The leader’s vision garners attributions ofcharisma from followers
p Therefore, a primary aspect of charismaticleadership involves the perceptions andevaluations made by followers about a leader’sbehavior
Charismatic Leadership Linkages
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p Is “a distinct social relationship betweenthe leader and follower, in which theleader presents a revolutionary idea, atranscendent image or ideal which goesbeyond the immediate…or thereasonable; while the follower acceptsthis course of action not because of itsrational likelihood of success…butbecause of an effective belief in theextraordinary qualities of the leader”
Charisma
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p Weber used the term “charisma” toexplain a form of influence based not ontraditional or legal–rational authoritysystems but rather on followerperceptions that a leader is endowedwith the gift of divine inspiration orsupernatural qualities
p Charisma has been called “a fire thatignites followers’ energy andcommitment, producing results aboveand beyond the call of duty”
Weber’s Conceptualization of Charisma
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Weber’s Conceptualization of Charisma (cont.)
p Weber saw in a charismatic leadersomeone who:
n Single-handedly visualizes a transcendentmission or course of action
n Compels potential followers to act becausethey believe the leader is extraordinarilygifted
n Performs acts of heroismn Has an ability to inspire and build confidencen Promotes revolutionary idealsn Possesses oratorical abilityn Has a “powerful aura”
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p There are four behavior attributes thatdistinguish charismatic fromnoncharismatic leaders:
n Dissatisfaction with status quon Compelling nature of the visionn Use of unconventional strategies for
achieving desired changen A realistic assessment of resource needs and
other constraints for achieving desiredchange
Differentiating Between Charismaticand Noncharismatic Leaders
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p Dissatisfaction with the status quon Charismatic leaders are very much opposed
to the status quo and strive to change itn Noncharismatic leaders essentially agree
with the status quo and strive to maintain it
Differentiating Between Charismaticand Noncharismatic Leaders (cont.)
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p Vision formulation and articulationn Charismatic leaders have the ability to articulate an
ideological and inspirational vision—a transcendentvision that promises a better future than the present
n Effective articulation of vision is measured in what issaid (content and context) and how it is said (oratoricalabilities)
– Charismatic leaders articulate the context of theirmessage by highlighting positive images of the futurevision and negative images of the present
n Effective communication skills are an imperative in thesuccessful articulation of a compelling vision
– Through verbal and nonverbal means, charismatic leaderscommunicate their self-confidence, convictions, anddedication in order to give credibility to what theyadvocate
Differentiating Between Charismaticand Noncharismatic Leaders (cont.)
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p Use of unconventional strategiesn Noncharismatic leaders use available or conventional
means to achieve existing goalsn Charismatic leaders use unconventional means to
transcend the existing ordern Admirers of charismatic leaders believe that such
individuals possess heroic qualities that enable them topersist in spite of the odds against them
n Follower perceptions of these heroic qualities evokesentiments of adoration, especially when the leader’sactivities exemplify acts of heroism involving personalrisk and self-sacrificing behavior
Differentiating Between Charismaticand Noncharismatic Leaders (cont.)
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p Awareness of resource needs andconstraints
n Charismatic leaders understand the need toperform a realistic assessment ofenvironmental resources and constraintsaffecting their ability to effect major changewithin their organization
n They are sensitive to both the capabilitiesand emotional needs of followers
n They are aware of the need to alignorganizational strategies with existingcapabilities to ensure a successfultransformation
Differentiating Between Charismaticand Noncharismatic Leaders (cont.)
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p The question at the center of the debateof Weber’s conceptualization of charismais whether charisma is primarily theresult of:
n The situation or social climate facing theleader
n The leader’s extraordinary qualitiesn An interaction of the situation and the
leader’s qualities– There is increasing acceptance of this view
Locus of Charismatic Leadership
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p Followers trust in “rightness” of theleader’s vision
p Similarity of follower’s beliefs and valuesto those of the leader
p Heightened sense of self-confidence tocontribute to accomplishment of themission
p Acceptance of higher or challenginggoals
Effects of Charismatic Leadership
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p Identification with and emulation ofleader
p Unconditional acceptance of leaderp Strong affection for the leaderp Emotional involvement of the follower in
the missionp Unquestioning loyalty and obedience to
the leader
Effects of Charismatic Leadership (cont.)
Source: Based on R. J. House and M. L. Baetx (1979), “Leadership: Some Empirical Generalizations andNew Research Directions.” In B. M. Staw (ed.), Research in Organizational Behavior, vol. 1 (Greenwich,CT: JAI Press, 1979), 399–401.
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Qualities of Charismatic Leaders
Vision
Superbcommunicationskills
Self-confidenceand moralconviction
Ability toinspire trust
Self-promotingpersonality
High riskorientation
Ability toempowerothers
High energyand actionorientation
Qualities ofCharismaticLeaders
Minimuminternalconflict
Relationalpower base
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Qualities of Charismatic Leaders (cont.)
p Visionn Is the ability to imagine different and better
conditions and ways to achieve themn Uplifts and attracts othersn Must result from a collaborative effort
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Qualities of Charismatic Leaders (cont.)
p Superb communication skillsn Charismatic leaders can communicate complex ideas and
goals in clear, compelling ways, so that everyone from topmanagement to the bottom level of the organization canunderstand and identify with their message
n Charismatic leaders have superior rhetorical skills andemploy rhetorical techniques such as metaphors, analogy,and stories
n They are also adept and tailor their language to particulargroups, thereby better engaging them mentally andemotionally
n See MLK Jr – “I have a Dream” speechn See Hitler’s “Thousand-year Reich”
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p Self-confidence and moral convictionn Charismatic leaders build trust in their
followers through:– Unshakeable self-confidence– An abiding faith– Strong moral conviction– Optimism
Qualities of Charismatic Leaders (cont.)
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p Ability to trust othersn Charismatic leaders build support and trust
by showing commitment to followers’ needsover self-interest and by being fair
n These qualities inspire followers and oftenresult in greater cooperation between aleader and followers
Qualities of Charismatic Leaders (cont.)
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Qualities of Charismatic Leaders (cont.)
p High risk orientationn Charismatic leaders earn followers’ trust by
willing to incur great personal riskn People admire the courage of those who take
high riskn Charismatic leaders also use unconventional
strategies to achieve success
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p High energy and action orientationn Charismatic leaders are energetic and serve
as role models for getting things done ontime
n They engage their emotions in everydaywork life
n Charismatic leaders tend to be emotionallyexpressive, especially through nonverbalmeans
Qualities of Charismatic Leaders (cont.)
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Qualities of Charismatic Leaders (cont.)
p Relational power basen Charismatic leadership is intensely relational
and based almost entirely upon referent andexpert power
n Charismatic leadership involves anemotionalized relationship with followers
n Followers are often in awe of the leadern There is a powerful identification with and
emulation of the leader and an unquestioningacceptance of an affection for the leader
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p Minimum internal conflictn Charismatic leaders are convinced they are
right in their vision and strategiesn Because of this conviction, they experience
less guilt and discomfort in pushing followersto stay the course even when faced withthreats
Qualities of Charismatic Leaders (cont.)
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p Ability to empower othersn Charismatic leaders empower followers by
building their self-efficacyn Charismatic leaders also empower followers
by role modeling and coaching, providingfeedback and encouragement, andpersuading followers to take on moreresponsibilities
p Self-promoting personalityn Charismatic leaders are not “afraid to toot
their own horn”
Qualities of Charismatic Leaders (cont.)
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How One Acquires Charismatic Qualities
p Suggested strategies for acquiring orenhancing one’s charismatic qualitiesinclude:
n Developing your visionary skills throughpractice and self-discipline
n Practicing being candidn Developing a warm, positive, and humanistic
attitude toward people rather than anegative, cool, and impersonal attitude
n Developing an enthusiastic, optimistic, andenergetic personality
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A strong emotional attachmentand loyalty to a charismatic
leader can have both beneficialand detrimental effects on
followers. Explain both types ofeffects on followers.
Discussion Question #1
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p It is possible to assume that allcharismatic leaders are good moralleaders that others should emulate
n Gandhi, MLK, Jr., JFK, Churchillp Remember that not all charismatic
leaders are necessarily good leadersn Charles Manson, David Koresh, Adolf Hitler
Charisma: A Double-Edged Sword
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p One method of differentiating betweenpositive and negative charisma is toconsider the motives that are driving thecharismatic leader’s behavior:
n Self-glorification– Influences one’s meaning in life by protecting,
maintaining, and aggrandizing one’s self esteem– Is consistent with negative (destructive) charisman Self-transcendence– Provides meaning through supportive relationships
with others– Is consistent with altruistic and empowering
orientations of positive (constructive) charisma
Charisma: A Double-Edged Sword (cont.)
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p Possess a dominant, Machiavellian, andnarcissistic personality
p Pursue leader-driven goals and promotefeelings of obedience, dependency, andsubmission in followers
p Use rewards and punishment tomanipulate and control followers
Personalized Charismatic Leaders
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p Use information to preserve the image ofleader trustworthiness or to exaggerateexternal threats to the organization
p Examples of personalized charismaticleaders:
n Adolph Hitlern Charles Mansonn David Koreshn Rev. James Jonesn Josef Stalin
Personalized Charismatic Leaders (cont.)
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p Possess an democratic, self-transcendent, and empoweringpersonality
p Pursue organization-driven goals andpromote feelings of empowerment,personal growth, and equal participationin followers
Socialized Charismatic Leaders
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p Use rewards to reinforce behavior that isconsistent with the vision and mission ofthe organization
p Examples of socialized charismaticleaders:
n Martin Luther King, Jr.n Gandhin Winston Churchilln John F. Kennedyn Frederick Douglassn Franklin Delano Roosevelt
Socialized Charismatic Leaders (cont.)
So, what’s the difference?p The socialized charismatic leader
is one who possesses andemocratic, self-transcendent,and empowering personality.
p The personalized charismaticleader is one who possesses adominant, conniving, andegotistical personality.
Former President Bill Clinton
p Was he charismatic?p What characteristics did he have?p Was his charisma socialized or
personal?
Former President George W. Bush
p Is he a charismatic leader?p If think he is, why do you think so?p If you do not think he is, why not?
Obamap Is he charismatic?
n Why/ Why not?
IS CHARISMA MORE ORLESS IMPORTANT INPOLITICAL LEADERSTODAY?
- Why or why not?
Ethical Dilemma 1p Obesity and Charismatic Adsp Pg. 347p Get into groups and answer questions 1-3
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p Transformational leadershipn Serves to change the status quo by
articulating to followers the problems in thecurrent system and a compelling vision ofwhat a new organization could be
p Transactional leadershipn Seeks to maintain stability within an
organization through regular economic andsocial exchanges that achieve specific goalsfor both the leaders and their followers
Transformational Leadership vs.Transactional Leadership
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p Research studies have consistentlyrevealed that transformational leadershipis positively related to individual level,group, and organizational performance
p Individual leveln Transformational leaders influence their
constituencies to make the shift from focuson self-interests to a focus on collectiveinterests
The Effects of Transformational Leadership
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p Group leveln Transformational leadership was found to
influence team performance and teampotency
p Organizational leveln There is broad support for the proposition
that transformational leadership can changeboth an organization’s climate and culture
The Effects of Transformational Leadership (cont.)
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p Charismatic leaders by nature aretransformational, but not all transformationalleaders achieve their transforming resultsthrough the charismatic effects of theirpersonalities
p Transformational leaders are similar tocharismatic leaders in that they can articulate acompelling vision of the future and influencefollowers by arousing strong emotions in supportof the vision
p Transformational leaders can emerge fromdifferent levels of the organization
Charismatic versus Transformational Leadership
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p An organization may have manytransformational leaders; in contrast, charismaticleaders are few in number
p Charismatic leaders are most likely to emerge inthe throes of a crisis
p The response by people to a charismatic ortransformational leader is often highly polarized,but the emotional levels of resistance towardcharismatic leaders are more extreme than thosetoward transformational leaders
p Both charismatic and transformational leadershipalways involve conflict and change
Charismatic versus Transformational Leadership (cont.)
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Explain the importance ofeffective communication skills forcharismatic and transformational
leaders.
Discussion Question #2
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p Transformational leadership is composedof four behavior dimensions (the “fourI’s”)
n Idealized influence (charisma)n Inspirational motivationn Individual considerationn Intellectual stimulation
Transformational Leader Behaviors and Attributes
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p See themselves as change agentsp Are visionaries who have a high level of trust for
their intuitionp Are risk-takers, but not recklessp Are capable of articulating a set of core values
that tend to guide their own behaviorp Possess exceptional cognitive skills and believe
in careful deliberation before taking actionp Believe in people and show sensitivity for their
needsp Are flexible and open to learning from
experience
Transformational Leader Behaviors and Attributes (cont.)
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Creation and articulation ofvision
Leader behavior that is directed atfinding new opportunities for theorganization; formulating, articulating,and inspiring followers with the vision ofa better future
Role modeling Setting an example for followers that isconsistent with the organizational valuesand expectations
Fostering a “buy in” ofteam goals
Behavior aimed at encouraging andbuilding teamwork among followers andcommitment to shared goals
BehavioralComponents
Description
Transformational Leader Behaviors
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High performanceexpectations
Behavior that conveys the leader’sexpectations for everyday excellenceand superior performance on the part offollowers
Personalized leader–member exchange
Behavior that indicates that the leadertrusts, respects, and has confidence ineach follower, and is concerned abouttheir personal needs, not justorganizational needs
Empowerment Behavior on the part of the leader thatchallenges followers to think “outside ofthe box” and re-examine old ways andmethods
BehavioralComponents
Description
Transformational Leader Behaviors (cont.)
Source: Based on P. M. Podsakoff, S. B. Mackenzie, R. H. Moorman, and R. Fetter,“Transformational Leader Behaviors and Their Effects on Followers’ Trust in Leader, Satisfaction,and Organizational Citizenship Behavior,” Leadership Quarterly 1(2) (1990): 107–142.
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Transformational vs. Transactional Leadership
p Transformational leadershipn Inspires followers to go beyond self-interest and act for
the good of the organizationn Leaders are described as influential, inspirational, and
charismaticn Serves to change the status quo by articulating to
followers the problems in the current system and acompelling vision of what a new organization could be
n Creates significant change in both followers andorganizations
n Creates and shares knowledge at the individual andgroup levels
n Emphasize the importance of group values and focuson collective interests
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p Transactional leadershipn Caters to the self-interest of followers by rewarding
specific behaviors and performance that meets with theleader’s expectations and punishes behavior andperformance that does not meet expectations
n Leaders are described as task- and reward-oriented,structure, and passive
n Involves specific contractual arrangements withfollowers that provides them with benefits that satisfytheir needs and desires in exchange for meetingspecified objectives or performing certain duties
n Promotes stabilityn Exploits knowledge at the organizational leveln Focuses on defining roles and task requirements and
giving rewards that are contingent on task fulfillment
Transformational vs. Transactional Leadership (cont.)
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Despite these differences,effective leaders exhibit both
transactional and transformationalleadership skills in appropriate
situations
Transformational vs. Transactional Leadership (cont.)
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The Transformation Process1. Make a compelling case
for change1. Increase sensitivity to environmental
changes and threats2. Initiate change and challenge the
status quo3. Search for opportunities and take risks
1. Inspire a shared vision1. Encourage everyone to think of a newand brighter future
2. Involve others in seeing and movingtoward the vision
3. Express new vision in ideological, notjust economic, terms
Stages
SuggestedActivities
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The Transformation Process (cont.)1. Lead the transition 1. Instill in managers a sense of urgency
for the change2. Empower, support, foster collaboration,
and strengthen followers3. Help followers understand need for
change4. Increase followers’ self-confidence and
optimism5. Avoid the temptation of a “quick fix”6. Recognize and deal openly with
emotional component of resisting change
Stages
SuggestedActivities
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The Transformation Process (cont.)1. Implant the change 1. Enable and strengthen followers with a
“greatness attitude”2. Help followers find self-fulfillment with
new vision3. Help followers look beyond self-
interests to collective interests4. Change reward systems and appraisal
procedures5. Implement team-building interventions
and personnel changes6. Appoint a special task force to monitor
progress7. Encourage top leaders and managers
to model the way
Stages
SuggestedActivities
Source: Based on Carolyn Hines and William Hines Jr., “Seminar on the Essence of TransformationalLeadership (Leadership Training Institute),” Nation’s Cities Weekly 25(9) (March 4, 2002): 8.
Ethical Dilemma 2p Pg. 356
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p Stewardshipn Is an employee-focused form of leadership that
empowers followers to make decisions and have controlover their jobs
n Emphasizes patience, kindness, humility,respectfulness, honesty, and commitment
p Servant leadershipn Is leadership that transcends self-interest to serve the
needs of others, by helping them grow professionallyand personally
n Emphasizes patience, kindness, humility,respectfulness, honesty, and commitment
n Calls for the highest level of selflessness—a level thatsome doubt exists in the real world
The Nature of Stewardship and Servant Leadership
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EqualityAssumption
RewardAssumption
TeamworkOrientation
Decentralization
Stewardship
Values of Stewardship
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Framework for Stewardshipp Strong teamwork orientationn Stewardship works best in situations where
self-managed teams of core employees andthe leader work together to formulate goalsand strategies
n The leader’s role is less dominant and moresupportive of the process
p Decentralized decision making andpower
n Stewardship is realized when authority anddecision making are decentralized andbrought down to where work gets done andemployees interact with customers
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Framework for Stewardship (cont.)p Equality assumptionn Stewardship works best when there is perceived
equality between leaders and followersn Honesty, respect, and mutual trust prevail when there
is equality– These are values that enhance the success of stewardship
p Reward assumptionn The organization must redesign the compensation
system to match rewards to actual performancen Employees with more responsibility and authority who
are compensated accordingly flourish understewardship because they are motivated andcommitted to the organization’s mission
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Service toothers over self-interest
Earning andkeeping others’trust
Effectivelistening
Helping othersdiscover their
inner spirit
ServantLeadership
Guidelines of Servant Leadership
Source: Based on R. K. Greenleaf, Servant Leadership: A Journey into the Nature of Legitimate Powerand Greatness (Mahwah, NJ: Paulist Press, 1977), 7.
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Framework for Servant Leadershipp Helping others discover their inner spiritn Requires servant leaders to be empathetic to
the circumstances of othersn Servant leaders are not afraid to show their
vulnerabilitiesp Earning and keeping others’ trustn Servant leaders earn followers’ trust by being
honest and true to their wordn They work hard to preserve their integrityn They don’t have hidden agendasn They are willing to give up power, rewards,
recognition, and control
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Framework for Servant Leadership (cont.)
p Service over self-interestn The hallmark of servant leadership is the desire to help
others, rather than the desire to attain power andcontrol over others
n Decisions are made to further the good of the groupp Earning and keeping others’ trustn Servant leaders do not impose their will on the groupn They listen carefully to the problems others are facingn They engage the group to find the best course of
actionn Servant leaders are more likely to express confidence
and commitment in others than other types of leaders
